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Jone8e PPT C02 Final
Jone8e PPT C02 Final
Learning Objectives
2-1. Describe the various personality traits that affect
how managers think, feel, and behave.
2-2. Explain what values and attitudes are, and
CHAPTER 2 describe their impact on managerial action.
2-3. Appreciate how moods and emotions influence
VALUES, ATTITUDES, all members of an organization.
EMOTIONS, AND 2-4. Describe the nature of emotional intelligence
CULTURE: and its role in management.
THE MANAGER AS A
PERSON 2-5. Define organizational culture, and explain how
managers both create and are influenced by
organizational culture.
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education. ©McGraw-Hill Education.
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• Unsympathetic
• Uncooperative
• Antagonistic
Measures of Extraversion,
Agreeableness,
Big Five Personality Traits (6 of 6) Conscientiousness, and
Openness to Experience
Openness to High Figure 2.2
Experience Innovative in decision
Tendency to be original, making
have broad interests, be
open to a wide range of Low
stimuli, be daring, and Less prone to take risks
take risks
©McGraw-Hill Education. ©McGraw-Hill Education. Source: L. R. Goldberg, Oregon Research Institute, http://ipip.ori.org/ipip/. Reprinted with permission.
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Values (2 of 2) Attitudes (1 of 3)
Source: D. J. Weiss et al., Manual for the Minnesota Satisfaction Questionnaire. 12.The feeling of accomplishment I get from the job.
Copyrighted by the Vocational Psychology Research, University of Minnesota;
copyright ©1975 by the American Psychological Association. Adapted by
permission of R.B. Dunham and J.B. Brett.
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Role of Values and Norms (1 of 3) Factors That Maintain and Transmit Organizational Culture
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Organizing Leading
• Innovative organizational culture • Innovative organizational culture
• Managers create an organic structure that is flat and • Managers encourage employees to take risks and
decentralized. experiment and are supportive regardless of success or
failure.
• Conservative organizational culture
• Conservative organizational culture
• Managers create a well-defined hierarchy of authority
and establish clear reporting relationships. • Managers use objectives and constantly monitor
progress toward goals.
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Return to slide.
1. Active
2. Distressed
3. Strong
4. Excited
5. Scornful
6. Hostile
7. Enthusiastic
8. Fearful
9. Peppy
10. Nervous
11. Elated
12. Jittery
Scoring: Responses to active, strong, excited, peppy, and elated are summed for a positive mood score; the higher the score, the
more positive mood is experienced at work. Responses to distressed, scornful, hostile, fearful, nervous, and jittery are summed for a
negative mood score; the higher the score, the more negative mood is experienced.
Copyright McGraw-Hill Education. Permission required for reproduction or display.
Sources: A.P. Brief, M.J. Burke, J.M. George, B. Robinson, and J. Webster. “Should negative Affectivity Remain an Unmeasured Variable in the Study of Job
Stress?” Journal of Applied Psychology 72 (1988), 193-98; M.J. Burke, A.P. Brief, J.M. George, L. Roberson, and J. Webster. “Measuring Affect at Work:
Confirmatory Analyses of Competing Mood Structures with Conceptual Linkage in Cortical Regulatory Systems,” Journal of Personality and Social Psychology 57.
(1989), 1091-102.
Return to slide.
©McGraw-Hill Education.
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